Tuesday, July 7, 2020

Battered Hospice Division Holds Up Kindred at Home



Strange Tony,

Kindred Hospice executives continued cutting positions at our hospice.  I couldn't see how they could elimiate any more, given the number of people they've reduced since financial rapscallions and Humana bought us two years ago. 

Moody's had this to say about Kindred at Home (Gentiva New) in their June 2020 review of the company's debt.

KAH will continue to have elevated debt/EBITDA in 2020 due in part to volume declines from the coronavirus pandemic. Home health saw approximately 20% volume declines in the last week of March 2020, whereas hospice experienced about 15% declines.

Executives have no patience.  Volume down, headcount cut.  Moody's mentions our garbage-in/garbage-out hospice computer program, Homecare Homebase.  It underpaid staff for hours worked and miles driven.   

KAH has identified about $138 million in synergies, of which around $93 million has already been achieved. KAH has performed well since completing the spin off from Kindred and acquiring Curo in 2018, however there has been some delay in realizing the last of the synergies particularly related to cost savings benefits from procurement and the shift to Homecare Homebase. We expect the remaining $45 million synergies to be realized by the end of 2020, and will include some newly identified savings related to insourcing the call center and improvements to the IT platform. We believe that increased centralization will lead to opportunities for additional cost savings, including improvements to KAH's IT infrastructure, as well as the centralization of purchasing which will continue to provide benefits throughout 2020.

My coworkers will be disturbed to know more synergies loom.  Hospice provided the lion's share of earnings within the company for Q1 2020.


Laid off staff might be upset to learn the company took federal funds while cutting jobs.

KAH had $315 million of cash as of May 2020, which includes about $150 million of cash from the CARES ACT for grants, about $89 million of advanced accelerated payments, and about $10 million of the approximately $60 million estimated for fiscal year 2020 of deferred employer social security taxes. KAH continues to evaluate guidance from the Department of Health & Human Services with respect to the use of funds and has not made a final decision if it will be keeping any or all of the CARES Act funds. KAH plans to fully repay the accelerated payments in June of 2020, given their solid liquidity, which is 2 months ahead of schedule per federal guidelines.

Flush with federal cash Kindred Hospice jettisoned valuable, loyal co-workers.  Humana, TPG and Welsh Carson trashed a great hospice after they bought us in July 2018.  There's no end in sight to their carnage.  A giant executive payday awaits.  For that we suffer.

Anonymous

6 comments:

  1. Interesting that Moody's numbers show David Causby botched another integration taking a combined $3 billion revenue company to just under $2.9 billion in 2018. Years ago Causby drove away nearly all of Harden Healthcare's hospice revenue. Not sure why he kept getting big bonuses and now stands to make a king's ransom as equity holder. Employees get crumbs from his table, if anything at all.

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    Replies
    1. It appears the Causby-Graham butchered integration cost the combined company $134 million in revenue for 2018. I shouldn't have given all the credit to Causby. I am sure Curo's Larry Graham did his part.

      Delete
  2. Outsourcing the call center? That will surely help a lot...

    Also too: "synergies"

    ReplyDelete
    Replies
    1. We used to do a number of creative things for hospice patients, especially our veterans. That stopped when Humana, TPG and WCAS bought us. The first thing they took away was our color printer. We'd just bought new ink cartridges. They wouldn't let us run those out. So a perfectly good color printer full of ink sat there for over a year, unused. It took considerable effort to keep the veteran certificates going but that eventually fell away as more synergies occurred.

      To us "synergies" means lowest common denominator. Money matters to these people, not patient care.

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  3. Poor work/life balance

    While many of the clinicians I work with are top notch - caring, skilled, and dedicated, there has been tremendous overturn in direct and middle management and an alarming decline in morale amongst our branch. The company’s focus now is on numbers, not patient care. This was a good company - it’s disappointing to see this shift. I love patient care, but I’m thinking of retiring instead of staying here.

    Pros
    Skilled/compassionate clinicians, free CEUs, decent benefits and pay.

    Cons
    Unsafe/unrealistic productivity expectation, ‘your best is never good enough’, management untrustworthy

    https://www.indeed.com/cmp/Kindred-At-Home/reviews/poor-work-life-balance?id=6166e266b23bcc36

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  4. Saw an ad for Humana calling it the human company. Not to me or our hospice. Humana has been completely inhumane.

    ReplyDelete